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| Criterion |  Operations ABC Analysis |  Systems Thinking Intervention Mapping |  Systems Thinking Future Reality Tree |  Decision Making Radar |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 30-60 min | 1-5 Tage | 2-4 h | 1-2 h |
Participantsdifferent | 1-5 | 4-12 | 3-8 | 2-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Radar Map, Capability Scores, Action Areas |
Tagsno overlap | PrioritizationOperationsPortfolio | ChangeSystems thinkingCapability | Theory of ConstraintsSystems thinkingChange | AssessmentPortfolioCapability |